• Define clear performance metrics and KPIs that align individual goals with organizational success.
• Enable transparent and continuous performance management throughout the year.
• Draft policies, communicate with employees, and guide your managers towards success.
• Enhance longevity and retention by evolving performance-driven practices that include both skills and competency metrics.

Problem Statement: The global grade system was too compact for localization, leading to a lack of growth opportunities. There were multiple variations of the performance process, grades, and job level definitions due to previous acquisitions, vendor entities, and home-grown entities working alongside each other. Additionally, there were dissimilar performance review timelines and metrics.

Strategy: Conducted due diligence of all existing performance processes, including timelines, local cultural nuances, grade systems, role definitions, and performance review processes. This involved manager interviews, HR team reviews, and CoE enablement. Defined a proposed outcome and a timeline of 18 months to 2 years.

Outcome: Standardized processes across all entities, acquisitions, and geographies, defining a standard operating model design. Key achievements included:

• Enabled matrix reporting structure.
• Implemented 360-degree feedback.
• Facilitated self-review, self-skills, and certification updates.
• Introduced continuous performance management with quarterly reviews and goal adjustments.
• Provided real-time analytics for HR partners.
• Weighted goals with averaged outputs as ratings.

Overall, the standardization of the performance review process led to:

• Consolidation of grades/levels (Radford Mapping) for approximately 1,723 employees across APAC, leading to greater career development opportunities.
• Eradication of role duplication, resulting in cost savings.
• Alignment of localized sub-grades to global grades, streamlining the talent management process.
• Updated chargeback model for all cost centers, providing greater leeway for employee growth.
• Real-time feedback tools and quarterly reviews with bonus payouts, reducing time and effort spent on annual reviews by 70%.
• Increased goal alignment based on employee NPS.
• Reduced attrition year-over-year by 4% in the first year, leading to further bottom-line savings.

This process also led to the implementation of the first-ever NPS feedback system for the organization.